is the process of. planning, organizing, leading, and controlling the activities if an organization effectively and efficiently to achieve its goal.

is the ability to maximize output with minimm input. It is often referred to as "doing things right" and seeks to limit the wasted input which is costly for a business.

is the capacity to attain an intended object or result. it is often called "doing the right thing" the intention is to meet the desired goal regardless of the amount of input required.

five factors that influence today's business environment.

refers to the phenomenon of growing interconnectivity and interdependent relations between nations. This growth has been greatly influenced by the advancements in technology, transportation, communication and education as well as the gradual deregulation of trade.

is one of the main driving forces of business. advancement in this area has immensely improve business trends. It rendered business functions and related tasks easier to accomplish, bringing about increased levels of productivity

where the third parties located in another country. the transfer is called

is defined as a transfer of an organizational function to a third party

it means the company's should plan and conduct long-term business operation to ensure minimal negative impact on the social l, cultural, and economic aspects of the external environment or community

is defined as the willingness of companies to run their business operations in a sustainable or responsible manner

it consists of a group of firms that provide related products and services

it emphasized the application of scientific principles in improving labor efficiency.

focuses on the overall management of an organization emphasizing the role of managers as administrators of the organization .

it focuses on the social element in the workplace and encourage managers to foster close social relations with their workers

use quantitative approaches such as the statistical analysis in computer simulations to arrive at the management decision.

uses mathematics in problem solving and decision making

seeks to apply ideas and model for management science to the actual workplace

it gathers past present and projected data from external and internal sources and transform them into usable information which managers used to select the best alternative and make decisions easily

describes the organization as composed of various interrelated parts that work together to achieve a common goal. it categorizes business organizations as either open or closed systems

what are the four element in systems theory

refers to an organization that interact closely with its environment and is fully aware of what is going on in the environment as well as a changes it experiences

it does not interact with its environment and pays little attention to changes in its surroundings

it is a theory that argues the universal theories cannot be applied to organization because each organization has unique characteristics and is confronted by very problems or challenges

emphasizes consistency in an organization and minimal to no errors or defects in production. this ensures quality products and services that result in high customer satisfaction and increase revenue

focuses on providing solution to every problem of the company list manager also concentrates and achieving the company's goals whoever managers of this type sometimes tend to ever do task of solving every problem which affect his or her overall performance

threatens employees to work towards a goal. This manager employs fear and tactics and uses and "iron hand" to push employees for result to avoid consequences. He or she is characterized as tough and rude.

neither follows any strategy nor prepares for any situation or task usually ends up with inconsistent results. the strength of this manager is his or her ability to make people feel at ease when he or she is around since listening to others is second nature to him or her. However, this over friendliness usually hinders his or her leadership decisions and result in a less systematic approach to problems therefore affecting his or her overall performance

is open to change and personal growth. however he or she can be very mechanical and may lack interpersonal skills to interact more closely with his or her team members. he or she just concentrates on facts and figures, for example about the product or service being offered

wants to please everyone and make team members happy. however being a crowd-pleaser becomes a hindrance because of his or her lack of drive and assertiveness to manage the team. this type of manager is described as very timid in his or her approach to avoid any confrontation with anyone specially from the members of his or her team

possesses the good qualities of the other types of managers. he or she has the drive of the problem solving manager, to spearhead solutions, the persistence of the pitchfork manage, the enthusiasm of the pontificating manager, the confidence of the presumptuous manager, the passion of the perfect manager for continued growth, and desire of the passive manager to serve

what are the key/main management functions

is the management function wherein managers identify and select the company's goals and determine the corresponding courses of actions in order to achieve them. the goal of the managers is to improve the company's overall performance by formulating strategies to be implemented

refers to structuring the business organization in such a way that employees are grouped together to perform jobs or task. the organization ensures that the employees are able to perform efficiently and coordinate effectively achieve the company's goals. each group of employees is assigned a manager who overseee the employees as they perform their assigned task

managers of the company achieve its objectives by influencing their subordinates to perform the tasks assigned to them. Managers encourage the employees to live the company's vision in their job performance.bthey also ensure the employee commitment to the organization

requires managers to identify any deviations from the strategies and methods used in attaining the company's objectives. the manager then implements corrective actions to maintain or improve performance

managers can be classified into three different levels of management

this level is also called senior management or upper management the managers in this levels have titles such as managing director, nchief executive officer chief operating officer. these managers must have extensive knowledge in management and must be multi-skilled and analytical

are assigned to supervise specific units or departments within the company and are highly specialized in managing the task and operations of their assigned units. they are also responsible for carrying out the decisions made by the top level management. they have titles like department head, plant manager, and division manager

also called frontline managers or supervisors this managers usually directly oversee employees or workers and are tasked with carrying out the decisions communicated by middle managers.

refer to the manager's ability to analyze a particular situation , identify new opportunities and resources , and decide on the best strategies and courses of action

include the others capacity to motivate , lead , and control the behavior of his or her subordinates . a manager should know how to effectively communicate , coordinate , and relate with his or her employees

are the specific competencies that a manager should have in relation to the type of task assigned to him or her. it is also related to the specialization of a manager needed in a particular department , unit , or area where he or she is a assigned.

here the manager performs social , inspirational , legal , and ceremonial duties . the manager is a symbol and must be on hand for people or agencies that only deal with him or her because of status and authority.

is at the heart of the managrr- subordinate relationship and managerial power. is a pervasive presence among subordinates , although the relationship between the leader and other members of the group tends to be indirect

the manager is an information and communication center . it builds and maintains relationship with other companies . it is essential , therefore , that the manager possesses networking skills to maintain internal and external contacts for information exchange.

the manager seeks and receives information from various sources to evaluate the organization's performance , will being , and situation

the manager communicate external information to the organization and facilities information exchange between subordinates

the manager relays information to other groups and entities outside of the company. key influencers and stakeholders are kept informed of company performance plans and policies

the manager designs and initiates the opportunities for the company . he or she is also a risk taker and is often involved in start-ups and new projects

who handle the unexpected changes in resources , external threats , and from certain action of the staff .

the manager of overseee and controls resource allocation by evaluating major decisions involving resources develop appropriate models and plans in conducting their evaluation

the manager takes charge of communicating and negotiating with other organisations and even among the members of the company

it fears company's executiges because it's effects the result in staggering costs. the common reactions of this is to stick with manageable short term goals. Howoever, this may prove to be less rewarding since it can offset the potential profitability that a long term goal may provide

it is a concern for top company executives because of a charges it brings . these changes may require costly adjustment to cope with the challenges of serving new markets and new trends

listing will help the company to take advantage of the next technological developments and smoothly transition to future innovation

top company executives fear that giving employees more freedom to develop new products or services without supervision from management may cause them to prioritize individuals goals over company objectives.

such policies may complicate decisions of topic sentence but managers should continually improve their skills to address the effects of these policies

it at adds alue to products and services since different ideas and perspectives are utilized in the process . however , this poses a challenge for companies to bring together a different group of employees and work for a single goal .

it consists of elements that have a direct impact on the business operation. these include employees , the board of directors , and the managers . the elements of this are directly controlled and can be freely modified by the firm itself .

consist of factors that have indirect but significant influence on the operations of the business . this factors , however , cannot be controlled by the firm.

what are the two types of external environment

is also known as the operating environment . it consists of the customers , suppliers , regulatory agencies , and competitors . the factors in this environment have a direct relevance to the business operations but are uncontrollable to a certain extent.

is also known as the general environment it consists of the economic , political , social , legal , and technical environment of the business organization . the factors in this environment are beyond the control of the firm but are important determinants of success.

innovations in information technology have led to fast paced communication and the availability of a large amount of information on the internet . how to deal with the vast information available on Internet is something that business executives should consider

globalization information technology have led to the emergence of a complex business environment. business transactions have become more complex because of the differrent cultures of people across countries

thinks only of himself or herself . the type of manager is not a team player and usually works for personal gain or interest . he or she breed and healthy competition instead of cooperation and teamwork . this type of manager is characterized as being too proud and over confident and has the tendency to compete with the members of the team

what are the interpersonal management roles

what are the informational management roles

what are the decisional management roles

what are the management skills

is the actual monitoring and evaluation of information from the external and internal environment of a business organization . information is provided to the the key people to guide the organization in its business operations preparing for target market operations

what are the three types of environmental scanning

it is an environmental scanning that is not often than and is usually applicable only during a crisis situation . it is also used to determine whether a problem is either external or internal

it is an environmental scanning that is usually done at least once a year or at regular intervals

it is an environmental scanning that refers to the continuous collection of data in a broad range of environmental factors . it is also referred to as continuous learning done to monitor the components of an organization's internal environment

abraham maslow's hierarchy of needs

in this economic phrase countries accumulated wealth through trade relations with other countries and colonies.

production and distribution became mechanized since many businessman saw the benefit of investing in machine and equipment. large factories were established and there was also increase in employment

this space saw the rise of multifunctional corporations through the pioneering work of Henry Ford of Ford Motor Company.

in this case production was no longer confined to manufacturing plants and could be be done anywhere in the world through improvements in production methods and information technology.

this has given rise to the establishment of regional economic organizations that enable companies from different countries to engage in free trade with each other